CLIENT STORIES

CULTURE

REVENUES RISE WITH CULTURE MANAGEMENT

Unilever Brazil launched a transformational effort to reignite growth. They recognised a need to not...

only address strategic challenges and manage operations, but to address the organisational culture as well. They started to dream about what “greater than great” would look like.

CLEARING THE HURDLE FROM ME TO WE TO US

Culture was measured across the entire Accenture Business Services organization. The assessment resuted...

in three focus on three pivotal initiatives: Culture, Leadership and Talent

Banking
on values

Facing a decling business, CEO Tom Boardman executed a complete overhaul of the way the company did...

business, including corporate culture and leadership.

WHOLE SYSTEMS CHANGE TO CO-CREATE
A HEALTHY UNIVERSITY CULTURE

The USC Finance Division set out to recapture the hearts and minds of all employees, with the goal of creating an inclusive and supportive workplace culture. They implemented a Whole Systems Change approach to ensure everyone had a voice and the opportunity to shape the workplace culture.

MAKING
ROOM
FOR ALL

Harper College employed the Cultural Values Assessment and Appreciative Inquiry to increase...

diversity and inclusion in the college. The Cultural Values Assessment allowed a shared platform to surface, one where all members of the organization expressed their frustration alongside their hopes for the future. In so doing, they make room for all voices at the table – an essential component of the inclusion paradigm – creating a forum for forward momentum.

MINING SERVICES COMPANY USES VALUES TO NAVIGATE CHANGE

Emeco, a mining services company, focused on culture as a core pillar to drive their five-year business...

strategy. The results of the initial Cultural Values Assessment supported the focus on culture and enabled the business to identify priority needs to improve working conditions and to develop a clear strategy and global execution plan.

BUILDING A VALUES-BASED HEALTHCARE ORGANIZATION

Bolton NHS Foundation Trust is a major provider of hospital and community health services in North...

West England. They worked with Barrett Values Centre to re-define their values and transform their culture following a period of financial recovery to a renewed focus on their core mission of health and social care.

BUILDING A CULTURE OF CLIENT SERVICE EXCELLENCE

In 2010, Public Works and Government Services Canada (PWGSC) was dealing with complex, unprecedented change, including reduced budgets, few employees related to retirements, and adoption of new technology.

Leadership was charged with transforming the culture from rigid accountability to stewardship (having control of $24 billion in government purchasing) balanced by speed and agility. However, the leadership team was not progressing, demonstrating low engagment and committment. Cultral Values Assessment was used to align personal and organizational values to build a high-performance organization led by a cohesive leadership team.

LEVERAGING CULTURE
TO ADAPT TO A
CHANGING MARKET

CRU is a privately held research, analysis, and consultancy business that serves the global metals...

mining, and fertilizer industries. CRU used the Cultrual Values Assessment to drive alignment across the organization to address challenges of low-profit growth, silo culture and production inefficiencies.

BRINGING
ORGANIZATIONAL
VALUES TO LIFE

As part of holistic business transformation, BlueShore Financial , recognised that a culture shift was...

necessary if they were to achieve their vision. They were conscious that their current values had lost meaning and employees were not actively engaging or, in some cases, even cognisant of them. In order to successfully implement the new vision and transform the organization, new values would be required.

UNDERSTANDING EMPLOYEE ENGAGEMENT THROUGH VALUES

ING Banking Asia identified a need for further clarification on an engagement survey results.

They decided to conduct a separate Cultural Values Assessment. As a region with multiple countries and functions, the main question became: “How can we make the most out of our different entities and work towards a common identity?” Linking the local and functional Cultural Values Assessment results to the outcomes of the engagement surveys created a clear picture of how people perceived the current culture and what they wanted most for the future.

A VALUES-BASED PATH TO COLLABORATION

Yale New Haven Health System (YNHHS) is a network of hospitals and a physician foundation in Connecticut, USA. At the time of an impending acquisition, each hospital’s delivery network and the physician foundation had its own separate language describing vision, mission, and values.

These organisations shared certain services, but in essence, they were independent of one another in many ways. YNHHS leaders together with experienced consultants executed a comprehensive culture transformation program. YNHHS leaders spent nearly a year developing their shared values, mission and vision. As each entity was operating with different stated outcomes, it took time to create a message that adequately represented the growing and more integrated system.“Given our rapid growth and system focus, we needed to realign and re-communicate who we were as a System. We found that our focus was not on the who, as that did not materially change, but was rather on how we went about demonstrating who we were, which boiled down to our behaviours,” said Kevin Myatt, Senior VP of Human Resources at YNHHS.

CREATING A CULTURE
OF CARE

To address their staffing and growth challenges, the leaders of Tockwotton, a non-profit, high-end...

senior living community, worked with Drive, a consulting company, to attract and retain the best talent and support their mission of providing patient-centered care. To find out how they were doing with their plan, they conducted a Cultural Values Assessment first with the leadership team and then the whole organization, including residents and their families. “We finally had the data to show exactly what we needed to focus on. Instead of throwing solutions at a problem that we didn’t truly understand, we could move forward with a strategic approach to addressing our culture issues which were having an impact on residents, staff, and the bottom line,” Kevin explained.

CREATING A THRIVING COMMUNITY

Napranum is an Aboriginal community of 830 people on the Cape York Peninsula in remote...

North Queensland with a history of poverty and disadvantage. Consultant Annalise Jennings happened upon the community while visiting friends and became deeply connected with community elders. Together, Annalise and community developed the Whole of Community Change program, which evolved over five year. The programs’ foundation was community growth aligned to economic opportunity which provided the fundamental basis for social reform. Barrett Values Centre’s® Community Assessment was used to assess the impact of intervention and empowerment strategies that were put in place. Napranum recorded an outstanding reduction in the Cultural Entropy® score from 32% to 9% in just over 18 months as a direct result of implementing Whole of Community Change.

TOWARDS
2025

Catholic Schools Broken Bay (CSBB) is responsible for the Diocesan school system located...

in the northern parts of Sydney, New South Wales in Australia. Financial pressures, enrolment decline, and the need to reinvigorate infrastructure and academic performance necessitated reform at CSBB.A risk articulated by the leaders was the need to ensure Culture was aligned with the Strategy “so that people would move with us”. To mitigate that risk, Peak Performance partnered with the CSBB leadership team to address gaps and opportunities across key activity areas. One of those areas was ‘Culture and Values Assessment and Development’.“The culture survey provided a basis for important discussions around values and culture and has reinforced that we are on the right track. I am very confident that with the strong foundations of faith and compassion, we will help our community grow in faith, improve student achievement, make CSBB an even better place to work, and achieve our Towards 2025 strategy.”
–Danny Casey, Director of Schools